...Competitive Environment of Thailand’s Sweet Corn Industry Tanakorn Rachapila Integral development studies program Faculty of management science Ubon Ratchathani University, Thailand Dr. Sittha Jansirisak Assistant professor, Faculty of engineering Ubon Ratchathani University, Thailand ABSTRACT The competition in Thailand sweet corn industry relatively high: Bargaining power of suppliers: supplier concentration, availability of substitute input, importance of suppliers’ input to buyer and importance of industry to supplier; Intensity of Rivalry of rivalry among existing competitors: number of competitors, augmented capacity in large increments, value of fixed costs and exit barriers; Threat of entrants or potential competitors: economical scale; Determinant of buyer power: product differentiation, switching costs to use other products, switching costs to use other products and buyers’ use of multiple sources, threat of substitute products or services relatively low. Keywords: Environment analysis, Competitive Forces, Competitiveness Porter’s Five Forces, Sweet Corn, Agribusiness 1. Introduction Sweet corn is a major economic agronomy in Thailand. There are large amounts of consumption and utilization of sweet corn each day. The sweet corn is a perennial plant providing greater values to fresh markets and industrial factories. Recently, sweet corn is one of the most popular crops; the 2011 Thai Food Processors’ Association report revealed that there were 29 factories of sweet corn manufacturers...
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...CHAPTER 1 THE PROBLEM AND ITS BACKGROUND Introduction Pawnshops have been around in one form or another for the past 3,000 years. They offer services similar to those of modern banking institutions including loans, consignments, and storage. A good pawn broker buys items for a reasonable price and sells them at a discount. The pawn industry is about making money, and that means repeat business and reasonable dealings. A good pawnshop will carry a variety of items including jewelry, tools, antiques, furniture, knives, guns, crossbows, camping gear, and everything and anything you could imagine being of value and sellable. Some pawn shops even buy and sell cars, motorcycles, and aircraft. In the Philippines Pawnshop Operation is guided/ covered by Presidential Decree No. 114 Sec. 1-2 as: This decree may be cited as the Pawnshop Regulation Act, which stipulated according to that: “ It is hereby declared the policy of the State to regulate the establishment of pawnshops and to place their operation on a sound and stable basis to derive the optimum advantages from them as an additional source of credit; to prevent and mitigate, as far as practicable, practices prejudicial to public interest; and to lay down the minimum requirements and standards under which they may be established and do business...” The word "pawn" comes from the Latin word "pignus," which means to pledge. When someone has an item of worth on which they would like to receive a monetary loan, they take that...
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...- A CASE OF BAIN & COMPANY 1.0 Background information Bain & Company was established in 1973 by a group of seven former partners and managers from the Boston Consulting Group headed by Bill Bain. The company was originally headquartered in Lexington, Massachusetts on Militia Drive. By the end of the decade, the firm's headquarters were in Faneuil Hall Marketplace in downtown Boston. Under Bain's direction, the firm implemented a number of unconventional practices in its early years. Notably, Bain & Co. would work with only one client per industry to avoid potential conflicts of interest. Partners did not carry business cards and clients were referred to by code names to enforce client confidentiality. The company won clients by boardroom referrals rather than marketing, and claimed its consultants worked on increasing a company's market value rather than simply handing clients a list of recommendations. To win business, Bain demonstrated the increase in the price of their clients' stocks relative to the Dow Jones Industrial Average. The firm's founding was followed by a period of growth in the late 1970s and early 1980s as the firm opened offices in Menlo Park, California, London, Munich, Paris, and Tokyo. Another consulting approach used at Bain & Co. was accepting equity in lieu of fixed fees. An estimated 10% of Bain's revenue is derived from this equity participation or "success fees". For example, the firm took an ownership stake in fruit processor Del Monte...
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...Bulacan State University COLLEGE OF EDUCATION San Jose del Monte City _________________________________________ The Chocolate Touch A Book Report Submitted to: John Herbert R. Gulinao Instructor I, College of Education In Partial Fulfilment of the Requirements of the Course in ENG. 323: DEVELOPMENTAL READING 2 By: Khimberley Ann A. Napay Student 2nd Semester- A.Y. 2013-2014 TABLE OG CONTENTS Page I. Title Page…………………………………………………………………….3 II. Title and Author of the Book………………………………………………4 III. Type of Book……………………………………………………………….5 IV. Main Characters…………………………………………………………..6 V. Book’s setting………………………………………………………………7 VI. Summary of the Plot………………………………………………………8 VII. Theme of the Book……………………………………………………….9 VIII. Liked or Disliked of the book……………………………………………10 Title Page The Chocolate Touch By Patrick Skene Catling 128 Pages Type of Book The book is a fantasy and fiction book. It's about a boy that name John Midas, he really likes to eat chocolate. Main Characters John Midas is a young boy who has loves to eat chocolates. Due to his greediness whatever he eat or drink will turn into chocolate. The Storekeeper is an old man who grants...
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... _______________________________________________________________________________________ This case was written by Professor George E. Belch and Michael A. Belch. It is intended to be used as the basis for class discussion rather than to illustrate either effective or ineffective handling of a management situation. Introduction Chicken of the Sea International (COSI) is one of the oldest seafood companies in the United States. The company processes and markets a variety of seafood items under the Chicken of the Sea brand name including canned tuna, salmon, sardines, mackerel, crab, and clam products. The original company was founded in 1914 by Frank Van Camp and his son who bought the California Tuna Canning Company to can albacore tuna and changed the name to the Van Camp Seafood Company. However, the company began using the Chicken of the Sea trademark and brand name as a way to describe the taste of its tuna to consumers. Van Camp was the first company to can "light" tuna. So consumers would know to expect a mild-flavored white fish – that tasted similar to chicken – the company marketed it under the brand name Chicken of the Sea. It was such a success that the company eventually adopted the product name. The company operated under the Van Camp Seafood Company name until 1963 when it was purchased by Ralston Purina, a producer of processed foods, pet food, and livestock and poultry feeds. In 1988 Ralston sold its Van Camp division to P.T. Mantrust, an Indonesian...
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...under the Pacific Citrus Products Company. In 1946, the company was bought and renamed Pacific Hawaiian Product Company, and introduced quart-sized bottles of concentrate for sale, and later manufactured ready-to-serve red Hawaiian Punch in 46-ounce cans in the 1950s. In 1955, frozen concentrate was distributed to grocery stores and Hawaiian Punch became a national brand. Soon after “Punchy,” the mascot, was introduced, and the companies brand image and advertising identified it a successful product (Kerin, 2007). Over the next 30 years, Hawaiian Punch was bought out by RJ Reynolds (RJR) Company, Del Monte, who expanded distribution channels and introduced new flavors, Proctor and Gamble, who established the gallon bottle as a leading juice drink package and distributed at supermarkets and retail outlets via its bottle network in the carbonated drink aisle and independent food broker and warehouse networks in the juice aisle, and lastly Cadbury Schweppes, PLC (Kerin, 2007). In 2004, three Cadbury Schweppes, PLC business units—Dr Pepper/Seven Up; Snapple Beverage Group; and Mott’s—integrated to form Cadbury Schweppes Americas Beverages (Kerin, 2007). At the time, the Hawaiian Punch line consisted of 11 flavors and packaging included a 1-gallon bottle, a half-gallon bottle, a 2-liter bottle, a 20-ounce bottle, a 6.75-ounce single-serve standup pouch, and a 12-ounce can. Hawaiian Punch Lite had also recently been introduced and contained 60 percent less sugar (Kerin, 2007)...
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...First in Show Pet Foods, Inc. BUAD 6300 Strategic Marketing and Analysis Dr. Michael L. Mallin Spring 2011 Meagan Frances Ayers • Anthony Fischer • Christopher Bomer Issue First in Show Pet Foods, Inc. has been a major producer of dog food for show dogs within the dog show circuit for several years. They create high-quality and high-priced products for show dogs and now see an opportunity to enter into new retail channels with their product due to changing attitudes and perceptions within the dog food industry, regarding dog food consumers. Their greatest concerns are how they should go about breaking into the retail channel, who to target, how to promote their product, how much to allot to this initiative, and where to start selling their product. First in Show Pet Food, Inc. executives are carefully considering how to launch their Show Circuit brand dog food into the greater Boston market. Background Industry In 2009, dog food sales will total about $10 billion at manufacturers’ prices. However, fewer than half of US dogs are regularly fed prepared dog food. This indicates there may be untapped potential within the dog food industry with regards to the prepared dog foods segment. As of 2008, the dog food industry share was broken down by category: Dry (65%), Canned (15%), and Treats (20%). Interestingly, frozen/prepared dog foods were not on the list, leaving a huge potential market for First in Show...
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...First in Show Pet Foods, Inc. BUAD 6300 Strategic Marketing and Analysis Dr. Michael L. Mallin Spring 2011 Meagan Frances Ayers • Anthony Fischer • Christopher Bomer Issue First in Show Pet Foods, Inc. has been a major producer of dog food for show dogs within the dog show circuit for several years. They create high-quality and high-priced products for show dogs and now see an opportunity to enter into new retail channels with their product due to changing attitudes and perceptions within the dog food industry, regarding dog food consumers. Their greatest concerns are how they should go about breaking into the retail channel, who to target, how to promote their product, how much to allot to this initiative, and where to start selling their product. First in Show Pet Food, Inc. executives are carefully considering how to launch their Show Circuit brand dog food into the greater Boston market. Background Industry In 2009, dog food sales will total about $10 billion at manufacturers’ prices. However, fewer than half of US dogs are regularly fed prepared dog food. This indicates there may be untapped potential within the dog food industry with regards to the prepared dog foods segment. As of 2008, the dog food industry share was broken down by category: Dry (65%), Canned (15%), and Treats (20%). Interestingly, frozen/prepared dog foods were not on the list, leaving a huge potential market for First in Show...
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...Zenith Pet Food Case Paper Zenith Pet Foods, Inc. is a large distributor of show-grade dog food. The company distributes only within the United States. Its plan is to introduce the product in the Boston area. Zenith dog food is a high-grade, frozen dog food made of quality, organic ingredients. The target market has been show-dog kennels in the past, but the entity has recently turned its attention to the dog as a household pet. The product promises to produce a shinier, healthier coat on the consuming animal. Zenith needs freezer space to sell its products, and the plan is to distribute through supermarkets, where the majority of the dog food is sold based on Zenith’s market studies. The company faces a very large amount of competition within the dog-food market. Some of those competitors include Dog Chow distributed by Nestle Purina Pet Care, which sells 23 percent of dry dog foods in the supermarkets, Kal Kan Pedigree distributed by MasterFoods USA, selling 18 percent of wet dog food, and Kibbles ‘N Bits distrusted by Del Monte Foods, which sells 69 percent of semi-moist dog foods in the supermarkets. Although competition exists in the market, there are no competitors that distribute dog food in a frozen, all-fresh form in the freezer aisle of the grocery store. There is a threat of new entrants into the market or product substitutions, but because Zenith will be a pioneer in the field of frozen dog foods, only time and succession would be able to determine what companies...
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...GASTROENTEROLOGY Growth inhibitory action of cranberry on Helicobacter pylori Masashi Matsushima,* Takayoshi Suzuki,* Aya Masui,* Kouichi Kasai,† Tomoko Kouchi,† Atsushi Takagi,* Takayuki Shirai* and Tetsuya Mine* *Department of Internal Medicine, Tokai University School of Medicine, Isehara; and †Research and Development Division, Kikkoman Corporation, Noda, Japan Abstract Background and Aim: Cranberry is a fruit that originated in North America, and it has been used by Native Americans for bacterial infections. Recent studies have revealed it to be effective for preventing refractory urinary infections, while also suggesting that it plays a possible role in the eradication of Helicobacter pylori (H. pylori). Methods: The H. pylori strains used in the present study were NCTC11637 and 11638. Sugar and organic acid-rich, and polyphenol-rich fractions were obtained from cranberry juice concentrate by Amberlite XAD7HP-column chromatography. The H. pylori growth inhibition was estimated by OD660 and titration in liquid culture, and by an agar dilution plate method. The shapes of the bacteria were analyzed by scanning electron microscopy. Results: Cranberry extract suppressed bacterial proliferation in a dose-dependent manner. In the comparison with other juices, polyphenol-rich fruits (cranberries, blueberries, and red grapes) showed similar growth inhibitory activity, whereas polyphenol-poor fruits (oranges, pineapples, apples, and white grapes) did not show any...
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...Supply Chain Management: Food (Pineapples and Plantains) Chestnut Hill Farms Table of Contents I. Major manufacturers/producers or service providers for pineapples and plantains II. Total output worldwide regarding pineapples and plantains – divided by countries. III. The import export statistics to show major producers and major consumers for pineapples and plantains IV. Local manufacturer Chestnut Hill Farms: vendors/suppliers, distributors, wholesalers and retailers. V. Pineapple and plantain flowchart (vertical integration) VI. Discuss major problems and issues in the pineapple and plantain supply chain VII. Include, suggestions, if any, for making improvements regarding the pineapple and plantain supply chain I. Major manufacturers/producers or service providers for pineapples and plantains Today many countries have become pineapple producers, making the fruit production grow over 400% since 1960. Then again, a rise of 50% was seen after the introduction of what they call the “Gold” variety, developed in the 1990s by Fresh Del Monte. Pineapple consumption has double in last 10 years, making the industry grow into a more complex chain. Other major fruit product today is plantains, which production has grown over 60% in the last 30 years. Plantains have become a major part of food in Central and West Africa, and in other regions such as the Caribbean Islands, South, and Central America. As comsuption for both fruits have...
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...FAO COMMODITY AND TRADE POLICY RESEARCH WORKING PAPER No.22 Threshold cointegration in the sugarethanol-oil price system in Brazil: evidence from nonlinear vector error correction models George Rapsomanikis and David Hallam1 Commodities and Trade Division Food and Agriculture Organization of the United Nations September 2006 1 The authors are Economist and Chief in the Trade Policy Service, Commodities and Trade Division. FAO Commodity and Trade Policy Research Working Papers are published by the Commodities and Trade Division of the Food and Agriculture Organization of the United Nations (FAO). They are working documents and do not reflect the opinion of FAO or its member governments. Also available at http://www.fao.org/es/ESC/ Additional copies of this working paper can be obtained from Olwen.Gotts@fao.org The designations employed and the presentation of material in this information product do not imply the expression of any opinion whatsoever on the part of the Food and Agriculture Organization of the United Nations concerning the legal or development status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries. All rights reserved. Reproduction and dissemination of material in this information product for educational or other non-commercial purposes are authorized without any prior written permission from the copyright holders provided the source is fully acknowledged. Reproduction...
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...a subsidiary of San Miguel Corporation, is the largest beer producer in the Philippines, with a market share of over 95% as of 2008.It has five breweries spread across the country producing eight beer brands, led by its flagship brand San Miguel. Locations/Subsidiaries No. 40 San Miguel Avenue, Mandaluyong City, Manila, Philippines Fax: 63 632 6323099 Distileria Bago Inc. 6/F San Miguel Properties Ctr., St. Francis St., St. Francis St, Mandaluyong City, Philippines Ginebra San Miguel, Inc. 3rd & 6th Floors, Sam Miguel Properties, Mandaluyong, Philippines Fax: 63 2 6342211 PT Delta Djakarta Tbk Jl. Inspeksi Tarum Barat, Setiadharma Village, BEKASI, Indonesia Fax: 62 21 8819423 San Miguel (Guangdong) Foods & Beverages Co. Ltd. China San Miguel Brewery Hong Kong Ltd. 9th Floor, Citimark Building,, 28 Yuen Shun Circuit, Shatin , Hong Kong Fax: 852 2 6475170 location...
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...Nature of the Study Since 2013, considerable attention has been given to the emergence of Cloud Computing Technology in Luzon, especially its prevalent power in industries like schools, hospitals, retailing and service companies to name a few. New IT services have begun to surface from the synergy between business and technology perspectives that could bring about higher returns on investment as well as competitiveness, organizational agility, and cost minimization on businesses. Hence, Cloud Computing Technology could be cited as a good and practical opportunity even for small-medium enterprises (SMEs) such as local distributors of consumer goods because they do not have the technical expertise to establish the IT infrastructure to catch up with, and to remain profitable and competitive amidst the changes in the industry, growing competition and other external factors. Thus, this study allows distributors as end users to be given the idea about Cloud Computing Technology that is centered on the assessment of their own business environment prior to and when already using this technology. This study is designed for these local distributors of consumer goods in Zamboanga City. This study will allow them to acknowledge the benefits and advantages that they may be able to reap when moving into or adopting this innovation in their core operations – inventory monitoring, sales updating and reporting. Although there is a great potential for success, this study also looks into...
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...The Evolving Food Chain: Competitive Effects of Wal-Mart’s Entry into the Supermarket Industry∗ Emek Basker University of Missouri Michael Noel University of California–San Diego September 2008 Abstract We analyze the effect of Wal-Mart’s entry into the grocery market using a unique store-level price panel data set. We use OLS and two IV specifications to estimate the effect of Wal-Mart’s entry on competitors’ prices of 24 grocery items across several categories. Wal-Mart’s price advantage over competitors for these products averages approximately 10%. On average, competitors’ response to entry by a Wal-Mart Supercenter is a price reduction of 1–1.2%, mostly due to smaller-scale competitors; the response of the “Big Three” supermarket chains (Albertson’s, Safeway, and Kroger) is less than half that size. Low-end grocery stores, which compete more directly with Wal-Mart, cut their prices more than twice as much as higher-end stores. We confirm our results using a falsification exercise, in which we test for Wal-Mart’s effect on prices of services that it does not provide, such as movie tickets and dry cleaning services. JEL Codes: L11, L13, L81 Keywords: Wal-Mart, Retail Prices, Supermarkets, Price Competition ∗ Contact: emek@missouri.edu or mdnoel@ucsd.edu. We thank Saku Aura, Roger Betancourt, Paul Dobson, Luke Froeb, Jerry Hausman, G¨nter Hitcsh, Ephraim Leibtag, Saul Lach, Daniel Levy, Ye¸im u s Orhun, David Parsley, the editor and two anonymous referees...
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